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ELECTRICALLY ASSISTED MANUAL GEAR SHIFT MEANS Butler et al.

ELECTRICALLY ASSISTED MANUAL GEAR SHIFT MEANS Butler et al.: ""

love or wealth or sucess

A woman came out of her house and saw 3 old men with long white beards sitting in her front yard.

She did not recognize them. She said "I don't think I know you, but you must be hungry. Please come in and have something to eat."

"Is the man of the house home?", they asked."No", she replied. "He's out." "Then we cannot come in", they replied.

In the evening when her husband came home, she told him what had happened."Go tell them I am home and invite them in!"The woman went out and invited the men in" " We do not go into a House together," they replied. "Why is that?" she asked.

One of the old men explained: "His name is Wealth," he said pointing to one of his friends, and said pointing to another one, "He is Success, and I am Love." Then he added, "Now go in and discuss with your husband which one of us you want in your home.

" The woman went in and told her husband what was said. Her husband was overjoyed. "How n ice!!", he said. "Since that is the case, let us invite Wealth. Let him come and fill our home with wealth!" His wife disagreed.

"My dear, why don't we invite Success?" Their daughter was listening from the other corner of the house. She jumped in with her own suggestion: "Would it not be better to invite Love? Our home will then be filled with love!"

"Let us heed our daughter's advice," said the husband to his wife."Go out and invite Love to be our guest .

"The woman went out and asked the 3 old men, "Which one of you is Love? Please come in and be our guest." Love got up and started walking toward the house. The other 2 also got up and followed him.

Surprised,the lady asked Wealth and Success: "I only invited Love, Why are you coming in?" The old men replied together: "If you had invited Wealth or Success, the other two of us would've stayed out, but since you invited Love, wherever He goes, we go with him.

Wherever there is Love, there is also Wealth and Success !!!!!!"

friendship

TATA MOTOR CORPORATIONS

Tata Motors
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Tata Motors Limited

Type
Public (NYSE: TTM)
Founded
1960
Headquarters
Mumbai, India
Key people
Ratan Tata, Chairman
Industry
automotive
Products
AutomobilesEngines
Revenue
INR 369.88 billion (US$ 9.07 billion)(F.Y. 2006, converted)([2])
Subsidiaries
Tata Daewoo Commercial Vehicle
Website
www.tatamotors.com
Tata Motors Limited, formerly known as TELCO (TATA Engineering and Locomotive Company), is India's largest passenger automobile and commercial vehicle manufacturing company. It is also the world's 5th largest commercial vehicle manufacturer. It is part of the Tata Group, and is headquartered in Mumbai.
Tata Motors is widely credited for putting India on the automotive map by designing and developing its own range of cars. Tata Motors was established in 1945, when the company began making trains. Tata Motors was first listed on the NYSE in 2004. Tata Motors had created the wealth Rs. 320 billion during 2001-2006 and stood among top 10 wealth creators in India. It has its manufacturing base in Jamshedpur, Lucknow, Pune and soon one more plant is going to established at Singur, West Bengal. In 2004 it also bought Daewoo's truck manufacturing unit in South Korea. In March 2005, it acquired a 21% stake in Hispano Carrocera SA, giving it controlling rights in the company.

[edit] Background
Tata Motors is a company of the Tata and Sons Group, founded by Jamshetji Tata. It is currently headed by Ratan Tata.
The company has the workforce of 22001 employees working in its three plants and other regional and zonal offices across the country.
Tata Motors' range of passenger cars is still not comprehensive by international standards. In commercial vehicles, Tata Motors commands an imposing 65% market share in the domestic heavy commercial market. The company is trying to modernise its range of commercial vehicles. Tata Motors hived off its vehicle finance business into a separate subsidiary, TML Financial Services (TMLFS), in September 2006.
The company plans to build a car that will cost just under Rs 1,00,000 considering that 2 wheelers in India cost Rs 50,000/-.

[edit] Time line and milestones

[edit] 1977-1986
Tata Motors is the largest commercial vehicle maker in India. World over it is the world's fifth largest medium and heavy commercial vehicle manufacturer. It started its journey in 1977 with the manufacturing of first commercial vehicle in Pune. It took five years for the company to begin the commercial production of heavy commercial Vehicles. Considering the road infrastructure of the country which does not support heavy vehicles the company adopted a route for light commercial vehicles (LCV). It came out with its first LCV, Tata 407, in 1986.

[edit] 1987-1996
Tatamobile introduced in 1989. Post liberalization, in order to expand rapidly, the company adopted the route to joint ventures. In 1993 it signed with Cummins Engine Co., Inc., for the manufacture of high horsepower and emission friendly diesel engines. It was an effort made to reduce the pollution in the existing Tata engines and to produce more environmentally friendly engines. Furthering the trail of JVs it signed a joint venture agreement with Tata Holset Ltd., UK, for manufacturing turbochargers to be used on Cummins engines.

[edit] 1997-2006
In 2000, it launched CNG buses and also filled the product line gap through the introduction of the 1109 vehicle which is an intermediate commercial vehicle and is useful for medium tonnage loads. Post 2000, the company introduced a variety of new models. It introduced the Ex- series vehicles with high tonnage capacity and high pick up and also came out with the entirely new LCV (207 DI) with direct ignition technology to cater to the customers' requiring one and same vehicle for commercial as well as personal use.

[edit] Tata–Daewoo merger
In 2004, it acquired the Daewoo Commercial Vehicle Company of Korea. The reasons behind the acquisition were:
Company’s global plans to reduce domestic exposure The domestic CV market is highly cyclical in nature and prone to fluctuations in the domestic economy. Tata Motors has a high domestic exposure of ~94% in the MHCV segment and ~84% in the LCV segment. Since the domestic CV sales of the company are at the mercy of the structural economic factors, it is increasingly looking at the international markets. The company plans to diversify into various markets across the world in both MHCV as well as LCV segments.
To expand the product portfolio Tata Motors recently introduced the 25MT GVW Tata Novus from Daewoo’s (South Korea) (TDCV) platform. Tata plans to leverage on the strong presence of TDCV in the heavy-tonnage range and introduce products in India at an appropriate time. This was mainly to cater to the international market and also to cater to the domestic market where a major improvement in the Road infrastructure was done through the National Highway Development Project
On its journey to make an international foot print, it continued its expansion through the introduction of new products into the market range of buses (Starbus & Globus).

[edit] JV with Hispano Carrocera
In 2005, sensing the huge opportunity in the fully built bus segment, Tata Motors acquired 21% stake in Hispano Carrocera SA, Spanish bus manufacturing company and introduced its high-end inter-city buses in the country. Tata Motors has also formed a 51:49 JV with Marcopolo, a Brazil-based global leader in bus body building. This JV is to manufacture and assemble fully-built buses and coaches targeted at developing mass rapid transportation systems. The JV will absorb technology and expertise in chassis and aggregates from Tata Motors, and expertise and Marcopolo will provide know-how in processes and systems for bodybuilding and bus body design.

[edit] Tata Ace
The latest hit of Tata Motors is its mini truck Ace. Ace, India's first indigenously developed sub-one ton mini-truck, was launched in May 2005. It was an instant hit. Analysts opined that Ace had changed the dynamics of the LCV market in India by creating a new market segment termed the SCV segment. Ace rapidly emerged as the first choice for transporters and single truck owners for city and rural transport. By October 2005, since the launch of Ace, LCV sales of Tata Motors had grown by 36.6 percent to 28,537 units due to the rising demand for Ace.
In 2005, Tata Motors became the only major engine manufacturer in the world (aside from a Briggs & Stratton emissions test) to express any formal interest in the turbulence-boosting cylinder head grooves invented by Somender Singh (Mysore).

[edit] 2007 onwards
Tata Motors, through its JV with Fiat, is likely to gain access to Fiat’s diesel technology and to the latter’s strong overseas distribution network for its passenger cars. Tata Motors is looking to extend this relationship to other segments like pick-ups and MHCVs. The company also plans to expand its global footprint with the launch of ‘Global Truck’ and ‘Global Pick-up’ in domestic and international markets by 2007-08. Tata Motors plans to launch the new pick-up in India, Southeast Asia, Europe, South Africa, Turkey and Saudi Arabia. The launch of the global truck will mark the entry of the company into developed markets like Europe and the USA. The project was initially a collaboration between Tata Motors and its subsidiary Tata Daewoo Commercial Vehicles, but later Tata Motors decided to work with Iveco as Daewoo’s design was not in sync with the needs of sophisticated European customers. The company has formed a JV with Thailand’s Thonburi,( Exhibit-1) an independent auto assembler, in which Tata Motors will hold a 70% stake. The JV will set up a plant with capacity to manufacture pick-ups a year and will sell them in Thailand, the second largest pick-up market in the world, and in other regional markets. The JV product is likely to be a part of Tata Motors’ ‘Global pick-up’ plans.
Auto policy of Government of India envisions to establish a globally competitive automotive industry in India and to double its contribution to the economy by 2010. GOI policy has rightly recognized the need for modernizing of vehicles to arrest degradation of air quality. The terminal life policy for commercial vehicles and move toward international taxing policies linked to age of vehicles, are steps in the right direction which will lead to increased sales for TATA motors Commercial vehicle division.
Effect of Government Policy on TATA Motors CV Division Commercial Vehicles segment sector has been at the forefront of the strong showing by the automotive industry over the past few years. Following factors have led to growth in sales:
The cut in excise duty that enabled manufacturers like TATA Motors to reduce prices
The attractive financing offers and freebies enabled by low interest rate policies by Government
the need to transport higher volumes of agricultural and industrial goods
Low interest rates
Impact of Indian Budget on Auto Sector The auto industry an engine of growth in India in the past five years has not received direct mention. The mildly positive news concerning automobiles is the cut in tariff on petroleum and diesel from 8 per cent to 6 per cent which has made commercial vehicles more competitive in the export market The government has announced indirect benefits in education and training of the workforce and extension of the benefit of 150 per cent weighted deduction on in-house R&D by another five years. Another indirect benefit to the auto is in provision for the national highway development program. Thus budget will have mild positive effect on commercial vehicles division at TATA Motors, although Government could have done lot more to increase competitiveness of CVD like the industry had expected excise duty on larger passenger vehicles to be cut to 16 per cent from 24 per cent and customs duty on auto parts would be cut to 5 per cent from 12.5 per cent.
Union Budget Highlights on Auto Sector • Setting up of Investment Commission to invite domestic and foreign business to invest in India • Setting up of National Manufacturing Competitiveness Council to provide sector/industry specific policy initiatives to enhance competitiveness. • Announcement of Introduction of VAT from 1st April 2005. A Technical Experts Committee to assists States in VAT implementation. • 2% education cess levied on Income Tax, Corporate Tax, Customs Duty, Excise Duty, Service Tax. • Rs 10,135 crore additional Plan expenditure • No change in rate of interest
Direct Taxes • Requirement of capacity expansion reduced from 25% to 10% to get benefit of additional depreciation of 15% u/s 32 (1) (iia) for capital investment • Benefit of 150% deduction under section 35(2ab) of Income Tax Act extended to the Automobile Industry.
Indirect Taxes Customs • Reduction in Customs Duty on Alloy Steel, Copper, Lead & Zinc from 20% to 15%. Duty on all primary, Semi- finished and finished form of Iron & Steel like Ingots & Billets, Sponge Iron, Hot Rolled & Cold Rolled bars/ Rods /Coils of non-alloy steel reduced from 15% to 10%. • Customs Duty on catalysts (3815) has been reduced from 20% to 15% Excise Duty • Increase in Excise duty on Steel from 8% to 12% • Tractors exempted from Excise Duty. Parts captively used in the manufacture of tractors have been exempted from Excise Duty.
New auto policy considered by GOI India last announced an automobile policy in December 1997. The policy required majority-owned subsidiaries of foreign car firms to invest at least $50 million in equity if they wished to set up manufacturing projects in India. It also forced them to take on export obligations to fund their auto part imports and required them to submit to a schedule for increasing the share of locally made parts in their cars. Mere car assembling operations were not welcomed.
An Indian cabinet panel will soon consider a new automobile policy that aims to set fresh investment guidelines for foreign firms wishing to manufacture vehicles in the country. Investments in making auto parts by a foreign vehicle maker will also be considered a part of the minimum foreign investment made by it in an auto-making subsidiary in India. The move is aimed at helping India emerge as a hub for global manufacturing and sourcing for auto parts. The policy sets an export target of $1 billion by 2005 and $2.7 billion by 2010. The policies adopted by Government will increase competition in domestic market, motivate many foreign CV manufactures to set up shops in India, whom will make India as a production hub and export to nearest market. Thus TATA Motors CV will have to face tough competition in near future, which might affect its growth negatively.
Tata is developing a car it aims to sell in 2008 for about $2,500 USD, which would be considered the cheapest vehicle ever made in real terms.[3]

[edit] Global competition
Tata Motors have some distinct advantages in comparison to other MNC competitors. There is definite cost advantage as labor cost is 8-9 per cent of sales as against 30-35 per cent of sales in developed economies. Tata motors have extensive backward and forward linkages and it is strongly interwoven with machine tools and metals sectors. India is an excellent source for IT based engineering solution for products & process Integration. There are strong supporting industries i.e. auto component industry has world class capabilities. There is huge demand in domestic markets due to infrastructure developments and Tata Motors is able to leverage its knowledge of Indian market. There are favorable Government polices and regulations to boost the auto industry i.e. Incentive for R&D.

[edit] Present global challenge
Volvo, a leading manufacturer of trucks, buses, cars, construction equipment, and aero engines, has entered in India in 1998. Its main focus is in the area of fully built buses. In India, it has focused on providing economical transport solutions in consonance with its values of safety, quality, and environmental care. Its competitive advantage is its high technology which makes the vehicle a very comfortable option to travel through. Its trucks are reputed for their performance and economy and are the flag bearers in their production activities in India. It is still operating in the niche market of high end buses where the TATA compete through its Spanish buses.

[edit] Future challenges
Plastic Car Production- Tata plans on producing a car that is made of nearly 100% plastic.
Mahindra and Mahindra: JV with ITEC, North American leader in heavy trucks. M&M has formed a 51:49 JV called Mahindra International with ITEC, USA, (parent NAVISTAR), to manufacture commercial vehicles and to bolster its position in the CV business. ITEC is the leader in medium and heavy trucks and buses in North America, and is the world's largest manufacturer of medium-duty diesel engines. Mahindra International aims to have a presence across the CV market (6-35 tonnes GVW) with variants of passenger transport, cargo and specialised load applications and is likely to start producing medium/heavy commercial vehicles from FY09.
Force Motors: JV with MAN for manufacturing high-tonnage vehicles Force Motors has paired up with MAN in a 70:30 JV to manufacture high-tonnage and specialty vehicles, such as long-haul trucks, tippers, tractor trailers and multi-axle vehicles in the 16-32 tonne range at its Pithampur plant, with an initial capacity of 24,000 units per annum and at an investment of Rs7bn. The JV plans to sell nearly half of its production in the domestic market, while the rest is to be exported to the Middle East, Turkey, Russia, Asia and Africa. Further, the two companies have formed another JV to manufacture buses in India from end-2007.
Ashok Leyland: Acquisition of Czech Republic-based Avia Ashok Leyland (ALL) recently acquired the truck unit of Czech Republic-based Avia for US$35m. Avia manufactures 6-9 tonne LCVs and has a capacity of 20,000 units per annum. The acquisition has given ALL direct access to an entire range of Avia trucks, Avia’s press shop with dies and tools, welding lines, state-of-the-art paint shop and R&D facilities. ALL has also entered into technology agreements with Hino Motors of Japan and ZF of Germany to complement its in-house R&D efforts and developing complementary components and aggregates.

[edit] Products

[edit] Passenger cars and utility vehicles

Tata concept car
Tata Sierra
Tata Estate
Tata Sumo/Spacio
Tata Safari
Tata Indica
Tata Indigo
Tata Indigo Marina

[edit] Concept vehicles
2000 Aria Roadster
2001 Aria Coupe
2002 Tata Indiva
2004 Tata Indigo Advent
2005 Tata Xover
2006 Tata Cliffrider
2007 Tata Elegante

[edit] Commercial vehicles

Tata heavy trucks in Ladakh, India
Tata Ace
Tata TL/Telcoline/207 DI Pickup Truck
Tata 407
Tata 709 E
Tata 1109 (Intermediate truck)
Tata 1510/1512 (Medium bus)
Tata 1610/1616 (Heavy bus)
Tata 1613/1615 (Medium truck)
Tata 2515/2516 (Medium truck)
Tata 3015 (Heavy truck)
Tata 3516 (Heavy truck)
Tata Novus (Heavy truck designed by Tata Daewoo)

[edit] Military vehicles
Tata 407 Troop Carrier, available in hard top, soft top, 4x4, and 4x2 versions
Tata LPTA 713 TC (4x4)
Tata LPT 709 E
Tata SD 1015 TC (4x4)
Tata LPTA 1615 TC (4x4)
Tata LPTA 1621 TC (6x6)
Tata LPTA 1615 TC (4x2)

[edit] Tata Motors Subsidiaries
Telco Construction Equipment is a joint venture between Tata Motors and Hitachi, which focuses on excavators and other construction equipment.
HV Transmission (HVTL) and HV Axles (HVAL): HVAL and HVTL are 100% subsidiary companies of Tata Motors engaged in the business of manufacture of gear boxes and axles for heavy and medium commercial vehicles, with production facilities and infrastructure based at Jamshedpur. The combined revenue of the two companies rose 38.7% yoy for 9MFY07 while the combined PAT rose 50.9%. Tata Motors plans a capex of Rs2bn each for HVAL & HVTL and plans to raise funds for the same, most probably by way of a strategic sale to a technical collaborator. The strategic sale of either HVAL or HVTL or both is likely to be completed in the next one or two quarters.
Tata Technologies Limited (TTL): TTL provides Engineering and Design (E&D) solutions to the Automotive Industry. Tata Motors holds 86.91% of TTL’s share capital. TTL is based in Pune (Hinjawadi) and operates in the US and Europe through its wholly owned subsidiaries in Detroit and London respectively. It also has a presence in Thailand. Tata Technologies is a software service provider in the IT services and BPO space. Its global client list includes Ford, General Motors, Toyota and Honda, to name a few. It bought over the British engineering and design services company, Incat International Plc for Rs4b in August 2005. Incat specializes in engineering & design services and product lifecycle management in the international automotive, aerospace and engineering markets. With this acquisition, Tata Motors will have closer proximity to its global customers and be able to provide a wider range of services.
Tata Daewoo CV Ltd(TDCV): TDCV is a 100% subsidiary of the Tata Motors based in South Korea, which was acquired in March 2004. TDCV is in the business of manufacture and sale of heavy commercial vehicles.Tata Daewoo is Tata Motors’ 100% subsidiary in Korea, with a market share of 30%.Tata Motors will use the Daewoo technology to introduce higher tonnage trucks in the Indian market and use Tata Daewoo for exports globally. In line with this strategy, it has already introduced the Novus, a high-end tipper developed by Tata Daewoo for the Indian market.

[edit] Controversies
Farmers are agitating against the land acquired by the firm in Singur for its ambitious Rs 1,00,000 car project. The protest is being lead by Mamta Banerjee of the Trinamool Congress. Farmers are protesting that the land is fertile land and the government acquired the land without their consent.

[edit] See also
Tata Group
Tata Daewoo Commercial Vehicle
Cars in India

[edit] Forbes Global 2000 Ranking - 2005

This short section requires expansion.
The Forbes Global 2000 list for the year 2005 ranked Tata Motors at 1215 [1].

[edit] External links
Main (India & Other)
Official Site of Tata Motors
Tata Motors International Business Site
Tata Daewoo Commercial Vehicle Co.,Ltd.
Hispano Carrocera SA
Europe
Tata Motors Spain
Tata Motors Italia
Tata Motors Hungary
Tata Motors Turkey
Tata Motors UK & Ireland
Tata vehicles owners group - UK based
Africa
Tata Motors South Africa
Tata Truck and Bus South Africa
United States
Obsession: Mr. Singh's Search for the Holy Grail

GENERAL MOTORS CORPORATION(USA)

General Motors
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General Motors Corporation

Type
Public (NYSE: GM
Founded
1908
Headquarters
Detroit, Michigan, USAmanufacturing facilities in 30 U.S. states and 33 countries
Key people
Rick Wagoner, Chairman & CEORobert A. Lutz, Vice ChairmanFrederick Henderson, CFO
Industry
Automotive
Products
AutomobilesEngines
Revenue
$207.349 billion USD (2006)[2]
Net income
$1.978 billion USD (2006)[3]
Employees
284,000 (2007) [1]
Slogan
((This is our country))
Website
www.gm.com
General Motors Corporation, also known as GM or The General, an American multinational corporation, is the world's largest auto company by annual production volume for 2006, and the second largest by sales volume as of the first half of 2007, behind Toyota Motor Corporation.[4] Founded in 1908, in Flint, Michigan, GM employs approximately 284,000 people around the world. With global headquarters at the Renaissance Center in Detroit, Michigan, USA, GM manufactures its cars and trucks in 33 countries. Their European headquarters are based in Zurich, Switzerland.Their Holden headquarters are in Melbourne, Victoria, Australia. In 2006, 9.18 million GM cars and trucks were produced globally under the following brands: Buick, Cadillac, Chevrolet, GMC, Holden, Hummer, Opel, Pontiac, Saab, Saturn and Vauxhall. GM is the majority shareholder in GM Daewoo Auto & Technology Co. of South Korea and has had collaborative ventures in technology and manufacturing with several of the world's automakers. It has ventures with Shanghai Automotive Industry Corporation of China.
GM Parts and accessories are sold under GM Performance Parts, GM Goodwrench and ACDelco brands through GM Service and Parts Operations which supplies GM dealerships and distributors worldwide. GM engines and transmissions are marketed through GM Powertrain. GM's largest national market is the United States, followed by China, Canada, the United Kingdom, and Germany. GM half owns a finance company, General Motors Acceptance Corporation Financial Services, which offers automotive, residential and commercial financing and insurance. GM's OnStar subsidiary is a vehicle safety, security and information service provider.

[edit] History
Main article: History of General Motors

The Renaissance Center in Detroit, Michigan, is General Motors' world headquarters.
General Motors (GM) was founded on September 16, 1908 in Flint, Michigan, as a holding company for Buick, then controlled by William C. Durant, and acquired Oldsmobile later that year. The next year, Durant brought in Cadillac, Elmore, Oakland (later known as Pontiac) and several others. In 1909, General Motors acquired the Reliance Motor Truck Company of Owosso, Michigan, and the Rapid Motor Vehicle Company of Pontiac, Michigan, the predecessors of GMC Truck. Durant lost control of GM in 1910 to a bankers' trust, because of the large amount of debt taken on in its acquisitions - around US$1.0 million.

[edit] Corporate governance
Current members of the board of directors of General Motors are: Percy Barnevik, Erskine Bowles, John Bryan, Armando Codina, Erroll Davis, George Fisher, Karen Katen, Kent Kresa, Ellen Kullman, Philip Laskawy, Kathryn V. Marinello, Eckhard Pfeiffer, and Richard Wagoner (chairman). Jerome York, who was elected to the board on February 6, 2006 to represent Kirk Kerkorian, abruptly resigned on October 6, 2006, following the decision by GM to break off talks about an alliance with Nissan and Renault.
Rick Wagoner is also the chief executive officer of the company (since June 1, 2000), succeeding John F. Smith, Jr.

[edit] Corporate structure
General Motors is structured into the following groups:
GM Automotive
GMAP - Asia Pacific
GME - Europe
GMLAAM - Latin America Africa Mid-East
GMNA - North America
GMAC Finance and insurance services
Other Operations

[edit] Social policies

UAW-GM Center for Human Resources in Detroit.
General Motors was named one of the "100 Best Companies for Working Mothers" in 2004 by Working Mothers magazine. GM has also given millions of dollars in computers to colleges of Engineering through its PACE Awards program.[5] Together with the United Auto Workers, GM created a joint venture dedicated to the quality of life needs of employees in 1985. The UAW-GM Center for Human Resources in Detroit is dedicated to providing GM salaried employees and GM UAW members programs and services related to medical care, diversity issues, education, training and tuition assistance, as well as programs related to work and family concerns, in addition to the traditional union-employer health and safety partnership.[6]
During the apartheid era in South Africa, General Motors was criticized for it's presence in South Africa. The company withdrew after pressure from consumers, stockholders and Leon H. Sullivan. [7]

[edit] Marketing
At one time, each of GM's automotive divisions were targeted to specific market segments and despite some shared components, each distinguished itself from its stablemates with unique styling and technology. The shared components and common corporate management created substantial economies of scale, while the distinctions between the divisions created an orderly upgrade path, with an entry-level buyer starting out with a practical and economical Chevrolet and moving through offerings of the different divisions until the purchase of a Cadillac. The divisions were not competing with each other as much as passing along the same customer who would thus always be buying a GM product.
The postwar automobile industry became enamored with the concept of "planned obsolescence", implemented by both technical and styling innovations with a typical 3-year product cycle. In this cycle, a new basic body shell is introduced and then modified for the next two years with minor styling changes. GM, Ford, and Chrysler competed vigorously in this new restyling environment.

[edit] Distinguishing the brands
By 1958, the divisional distinctions within GM began to blur with the availability of high-performance engines in Chevrolets and Pontiacs. The introduction of higher trim models such as the Chevrolet Impala and Pontiac Bonneville priced in line with some Oldsmobile and Buick offerings was also confusing to consumers. By the time Pontiac, Oldsmobile and Buick introduced similarly styled and priced compact models in 1961, the old "step-up" structure between the divisions was nearly over.

[edit] Compacts arrive
The 1960s saw the creation of compact and intermediate classes. The Chevrolet Corvair was a 6-cylinder answer to the Volkswagen Beetle, the Chevy II was created to match Ford's conventional Falcon and the Chevrolet Camaro/Pontiac Firebird was GMs counter measure to the Ford Mustang. Among intermediates, the Oldsmobile Cutlass nameplate became so popular during the 1970s that Oldsmobile applied the Cutlass name to most of its products in the 1980s. By the mid 1960s, most of GM's vehicles were built on a few common platforms and in the 1970s GM began to use nearly identical body panel stampings, differing only in internal and external trim items.
The 1971 Chevrolet Vega was GMs launch into the new subcompact class. Problems associated with its innovative aluminum engines would damage GMs reputation more than perhaps any other vehicle in its history. During the late 1970s, GM would initiate a wave of downsizing starting with the Chevrolet Caprice which was reborn into what was the size of the Chevrolet Chevelle, the Malibu would be the size of the Nova, and the Nova was replaced by the troubled front-wheel drive Citation.

[edit] Rebadging era
By the 1980s, GM frequently "rebadged" one division's successful vehicle into several models across the divisions, all positioned close to one another in the market place. Thus a new GM model's main competition might be another model spawned off the same platform. This led to market "cannibalization" with the divisions spending time stealing sales from one another. Even today, the company's GMT360 mid-sized light truck platform has spawned the basic Chevrolet Trailblazer, Oldsmobile Bravada, GMC Envoy, Isuzu Ascender, Buick Rainier and Saab 9-7X. Though each model had a more or less unique mission, the trucks can hardly be discerned from one another.

[edit] GM in the new century
In the late 1990s, the U.S. economy was on the rise and GM and Ford gained market share producing enormous profits primarily from the sale of light trucks and sport-utility vehicles. From 2000 to 2001, the Federal Reserve in a move to quell the stock market, made twelve successive interest rate increases. Following the September 11, 2001 attacks, a severe stock market decline caused a pension and benefit fund underfunding crisis. GM began its Keep America Rolling campaign, which boosted sales, and other auto makers were forced to follow suit. The U.S. automakers saw sales increase to leverage costs as gross margins deteriorated. Although retiree health care costs remain a significant issue, General Motors' investment strategy has generated a $17.1 billion surplus in 2007 in its $101 billion U.S pension fund portfolio, a $35 billion reversal from its $17.8 billion of underfunding.[8]
In 2004, GM redirected resources from the development of new sedans to an accelerated refurbishment of their light trucks and SUVs for introduction as 2007 models in early 2006. Shortly after this decision, fuel prices increased by over 50% and this in turn affected both the trade-in value of used vehicles and the perceived desirability of new offerings in these market segments. The current marketing plan to extensively tout these revised vehicles as offering the best fuel economy in their class (of vehicle). GM claims its hybrid trucks will have gas-mileage improvements of 25%.
In the summer of 2005, GM announced that its corporate chrome emblem "Mark of Excellence" will begin appearing on all recently introduced and all-new 2006 model vehicles produced and sold in North America. The move is seen as an attempt by GM to link its name and vehicle brands more closely.
In 2005, GM promoted sales through an employee discount to all buyers. Marketed as the lowest possible price, GM cleared an inventory buildup of 2005 models to make way for its 2006 lineup. While the promotion was a temporary shot in the arm for sales, it did not help the company's bottom line. GM has since changed its marketing strategy to a no haggle sticker policy in which all vehicle prices are lowered, but incentives are reduced, if not eliminated.

[edit] GM in China
General Motors is the best selling auto maker in China.[9] The Buick brand is especially strong, led by the Buick Excelle subcompact. Cadillac initiated sales in China in 2004, starting with imports from the United States. GM pushed the marketing of the Chevrolet brand in China in 2005 as well, moving the former Buick Sail to that marque. The company manufactures most of its China-market vehicles locally, through its Shanghai GM joint venture. The SAIC-GM-Wuling Automobile joint-venture is also successful selling trucks and vans under the Wuling marque.

[edit] Video News Release
On June 16th, 2006, television station KMSP played a "video news release" about convertibles produced by GM in its entirety. The narrator, Medialink publicist Andrew Schmertz, was introduced as reporter André Schmertz. KMSP did not disclose the corporate source of this segment to their viewers.[1]

[edit] Subsidies
In March 2005, the Government of Canada provided C$200 million in incentives to General Motors for its Ontario plants, and last fall it provided C$100 million to Ford Motor Co. to expand production and provide jobs, according to Jim Harris. Similar incentives were promised to non-North American auto companies like Toyota, Premier Dalton McGuinty said the money the province and Ottawa are pledging for the project is well-spent. His government has committed C$400 million, including the latest Toyota package of C$125 million, to the province's automobile sector, which helped finance $5 billion worth of industry projects. Canada's single payer health care system has helped reduce health care costs for the U.S auto industry.[10]
For the first time, in 2004 the total number of cars produced by all makers in Ontario exceeded those produced in Michigan.
For the first time in 2004 GM sold more vehicles in other countries than inside the US.

[edit] Auto racing
General Motors has an extensive history in numerous forms of racing. Vehicles of most, if not all, of GM's brands have been represented in competition, with perhaps Chevrolet being the most prominent. In particular, the Chevrolet Corvette has long been popular and successful in international road racing. GM also is a supplier of racing components, such as engines, transmissions, and electronics.
GM's Oldsmobile Aurora engine platform was successful in open-wheel Indy-style racing throughout the 1990s, winning many races in the small V-8 class. An unmodified Aurora V-8 in the Aerotech, captured 47 world records, including the record for speed endurance in the Motorsports Hall of Fame of America. Recently, the Cadillac V-Series has entered motorsports racing. GM has also used many cars in the American racing series NASCAR. Currently the Chevrolet Monte Carlo is the only entry in the series but in the past the Pontiac Grand Prix, Buick Regal, Oldsmobile Cutlass, Chevrolet Lumina and Chevrolet Malibu were also used. Starting in March 2007, the Chevrolet Impala will be phased into the series.
In touring cars (mainly in Europe) Vauxhall is a key player and former champion in the British Touring Car Championship (BTCC) series and competes with a Vauxhall Astra VXR in BTC spec. Opel is one of the three participants in the DTM series (along with Audi and Mercedes Benz) and is a former champion and competes with a unique 500 bhp vehicle that resembles the Opel Vectra. Chevrolet competes with a Lacetti in the FIA World Touring Car Championship (WTCC).
In Australia, there is the prestigious V8 Supercar Championship which is battled out by the two main rivals of Holden& Ford. The current Holden Racing Team cars are based on the Holden Commodore and run a 5.0-litre V8-cylinder engine producing 650+BHP (approx 480 kW Power) @ 7500 rpm). These cars have a top speed of 300+km/h (185 mph) and run 0-100 km/h in less than 4 seconds. The Holden Racing Team is Australia's most successful team in Australian Touring Car History. In 2006 both the Teams and Drivers championship was won by the very closely linked Toll HSV Dealer Team

[edit] Environmental record
General Motors is both active in environmental causes and, as a major industrial force, implicated in ecologically harmful activity. The company has long worked on alternative-technology vehicles, and has recently led the industry with clean burning Flexfuel vehicles that can run on either E-85 (ethanol) or gasoline. The company was the first to use turbochargers and was an early proponent of V6 engines in the 1960s, but quickly lost interest as the muscle car race took hold. They demonstrated [2] gas turbine vehicles powered by kerosene, an area of interest throughout the industry in the late 1950s, but despite extensive thermal recycling (developed by Chrysler) the fuel consumption was too high and starting torque too low for everyday use. They were also an early licensee of Wankel engine technology, even developing the Chevrolet Monza around the powerplant, but abandoned the alternative engine configuration in view of the 1973 oil crisis. In the 1970s and 1980s, GM pushed the benefits of diesel engines and cylinder deactivation technologies with disastrous results due to poor durability in the Oldsmobile diesels and drivability issues in the Cadillac 4-6-8 variable cylinder engines. In 1987 GM, in conjunction with Aerovironment built the Sunraycer which won the inaugural World Solar Challenge and was a showcase of advanced technology. Much of the technology from Sunraycer found its way into the Impact prototype electric vehicle (also built by Aerovironment and was the predecessor to the EV1.
General Motors has been criticized for its membership of the anti-Kyoto Protocol Global Climate Coalition and for remaining in the group after other vehicle manufacturers had left [11], as well as for production of increasingly fuel inefficient and environmentally irresponsible vehicles such as the Hummer[12]. GM recently opposed the new CAFE standard increase from 27 mpg to 35 mpg, the first such increase in over 20 years citing it will harm their business.[13] The company’s industrial record has also prompted criticism. Researchers at the University of Massachusetts recently listed General Motors as the 20th largest corporate producer of air pollution in the United States, with 12,771,830 pounds of toxic chemicals released annually into the air.[14] The United States Environmental Protection Agency has linked the corporation to 75 Superfund toxic waste sites, ranking General Motors second only to General Electric and the U.S. Federal Government in the number of Superfund sites for which it is potentially responsible. [15][16]

[edit] Electric vehicles

EV1s crushed by General Motors
On June 30, 2006 a documentary about the demise of the EV1 and other electric vehicles entitled "Who Killed the Electric Car?" debuted in theatres across America, sparking criticism of the motivation behind the cancellation of their electric car program.
Consumer advocates, activists, commentators, journalists, and documentary makers claim GM had deliberately sabotaged their company's zero emission electric vehicle efforts through several methods: failing to market, failing to produce appropriate vehicles, failing to satisfy demand, and using lease-only programs with prohibitions against end of lease purchase.[3] [4] [5] [6] [7]
The process of obtaining the EV1, GM's first electric vehicle, was difficult. The vehicle could not be purchased outright. Instead, General Motors offered a closed-end lease for three years, with no renewal or residual purchase options. The EV1 was only available from specialist Saturn dealerships, and only in California and Arizona.[8] Before reviewing leasing options, a potential lessee would be taken through a 'pre-qualification' process in order to learn how the EV1 was different from other vehicles. Next came a waiting list with no scheduled delivery date.[9]
Several weeks before the debut of the movie, the Smithsonian Institution announced that its EV1 display was being permanently removed and the EV1 car put into storage. GM is a major financial contributor to the museum, but both parties denied that this fact contributed to the removal of the display.[10]
General Motors has responded to complaints about the scrapping of the EV1 program and they dispute the existence of any conspiracy surrounding its demise. An entry was posted on the GM FastLane Blog in 2006 in which GM defended its decision by saying that it was unable to guarantee the vehicles could continue to be maintained in a safe operating state. [11]
GM alleges that during the four years available to the public, only 800 EV1's were released. Over $1 billion was spent on the EV1 program, with a great portion used for consumer incentives and marketing. With a waiting list of 5,000 applicants, only 50 individuals actually were willing to accept a lease on the EV1. Suppliers ceased production of replacement parts due to the low demand for the EV1. This made repairs and continued safety of the vehicles difficult. The EV1 was designed as a developmental vehicle and was never intended for serial production.
The limitations of storage technology and the expense of production would have made the cars impractical for the vast majority of consumers; a production EV1 would have met limited demand and would have been priced out of reach of most. Had sufficient demand existed to justify mass production and had costs and technologies been able to support mass production, GM would have been more receptive to the idea.
General Motors (GM) has responded to allegations made in the film through a blog post entitled Who Ignored the Facts About the Electric Car?. In it, Dave Barthmuss writes: "Sadly, despite the substantial investment of money and the enthusiastic fervor of a relatively small number of EV1 drivers — including the filmmaker — the EV1 proved far from a viable commercial success." Barthmuss notes investments in electric vehicle technology since the EV1: Two-Mode Hybrid, plug-in hybrid, and fuel cell vehicle programs. The filmmakers suggested that GM did not immediately channel its technological progress with the EV1 into these projects, and instead let the technology languish while focusing on more immediately profitable enterprises such as SUVs. Contrary to this suggestion, as Barthmuss points out, GM is bullish on hydrogen:
According to GM, not all of the EV1's were destroyed. Many were donated to research institutions and facilities, along with museums. Some are still owned by General Motors themselves, and are kept at their Technical Design center in Warren, Michigan, and can occasionally be seen on the road within a close area of the tech center. [12]
There is no other major automaker on the road offering a fully electric vehicle designed for everyday use on public transportation routes, [13] however Think_Nordic, at one time under the ownership of Ford, have produced a range of electric vehicles in limited numbers.

[edit] Hybrid initiative
In May 2004, GM delivered the world's first full sized hybrid pickups, and introduced a hybrid passenger car. In 2005, the Opel Astra diesel Hybrid concept vehicle was introduced. The 2006 Saturn VUE Green Line was the first hybrid passenger vehicle from GM and is also a mild design. GM has hinted at new hybrid technologies to be employed that will be optimized for higher speeds in freeway driving. Future hybrid vehicles should include the 2007 GMC Yukon, the Saturn Aura, and an updated Saturn VUE based an Opel design like the Saturn Aura. GM has recently introduced the concept Chevrolet Volt which is a plug-in hybrid. GM currently offers two types of hybrid systems. The first used in the Silverado Hybrid, Saturn VUE, Saturn Aura, and Chevrolet Malibu is what GM calls a "Mild Hybrid" or "BAS" system. The second hybrid drive was co-developed with DaimlerChrysler and BMW, is called a "two-mode hybrid." The two-mode is used by the Chevrolet Tahoe/GMC Yukon and will later be used on the Saturn VUE.
GM’s current hybrid models:
2006-2007 Saturn VUE Green Line Hybrid
2008 Saturn VUE Green Line Hybrid
2008 Saturn Aura Green Line Hybrid
2008 GMC Yukon Hybrid
2008 Chevrolet Malibu Hybrid
GM Magic Bus is a hybrid powered bus.[17]

[edit] Hydrogen initiative
GM has prided its research and prototype development of hydrogen powered vehicles, to be produced in early 2010, using a support infrastructure still in a prototype state. The economic feasibility of the technically challenging hydrogen car, and the low-cost production of hydrogen to fuel it, has also been discussed by other automobile manufacturers such as Ford and Chrysler. In June 2007, Larry Burns, vice president of research and development, said he's not yet willing to say exactly when hydrogen vehicles will be mass produced, but he said it should happen before 2020, the year many experts have predicted. He said "I sure would be disappointed if we weren't there" before 2020. [18]

[edit] GM Flexfuel
GM, more than any other automaker, is producing Flexfuel vehicles that can operate on ethanol gasoline, or E85. GM has over 2 million FlexFuel Vehicles on the road today in all 50 states. Although availability is currently limited, U.S.-made E85 is gradually becoming more available to U.S. consumers.

[edit] Corporate restructuring
After gaining market share in the late 1990s and making enormous profits General Motors stock soared to over $80 a share. However, in 2000, twelve successive interest rate hikes by the Federal Reserve led to a severe stock market decline following the September 11, 2001 attacks, caused a pension and benefit funds crisis at General Motors and many other American companies. General Motor's rising retiree health care costs and Other Post Employment Benefit (OPEB) fund deficit prompted the company to enact a broad restructuring plan. Although GM had already taken action to fully fund its pension plan, its OPEB fund became an issue for its corporate bond ratings. GM had expressed its disagreement with the bond ratings; moveover, GM's benefit funds were performing at higher than expected rates of return. Then, following a $10.6 billion loss in 2005, GM acted quickly to implement its restructuring plan. For the first quarter of 2006 GM earned $400 million, signaling a turnaround had already begun even though many aspects of the restructuring plan had not yet taken effect. Although retiree health care costs remain a significant issue, General Motors' investment strategy has generated a $17.1 billion surplus in 2007 in its $101 billion U.S pension fund portfolio, a $35 billion reversal from its $17.8 billion of underfunding.[19]
In February 2005, GM successfully bought itself out of a put option with Fiat for $2 billion USD (€1.55 billion). In 2000, GM had sold a 6% stake to Fiat in return for a 20% share in the Italian automaker. As part of the deal, GM granted Fiat a put option which, if exercised between January 2004 and July 2009, could have forced GM to buy Fiat. GM had agreed to the put option at the time, perhaps to keep it from being acquired by another automaker such as DaimlerChrysler competing with GM's Opel and Vauxhall marques. The relationship suffered, and Fiat had failed to improve. In 2003, Fiat recapitalized, reducing GM's stake to 10%.
In February 2006, GM slashed its annual dividend from 2.00 to $1.00 per share. The reduction saved $565 million a year.
In March 2006, GM divested 92.36 million shares (reducing their stake from 20% to 3%) of Japanese manufacturer Suzuki, in order to raise $2.3 billion. GM originally invested in Suzuki in the early 1980s.
On March 23, a private equity consortium including KKR, Goldman Sachs Capital, and Five Mile Capital purchased $8.8 billion, or 78% of GMAC, GM's commercial mortgage arm. The new entity, in which GMAC will own a 21% stake, will be known as Capmark Financial Group.[20]
On April 3, 2006, GM announced that it would sell 51% of GMAC as a whole to a consortium led by Cerberus Capital Management, raising $14 billion over 3 years. Investors also include Citigroup's private equity arm and Aozora Bank of Japan. The group will pay GM $7.4 billion in cash at closing. GM will retain approximately $20 billion in automobile financing worth an estimated $4 billion over three years.
GM sold its 8% stake in Isuzu on April 11, 2006, to raise an additional $300 million.[21]12,600 workers from Delphi, a key supplier to GM, agreed to buyouts and an early retirement plan offered by GM in order to avoid a strike, after a judge agreed to cancel Delphi's union contracts. 5,000 Delphi workers were allowed to flow to GM.
On June 28, 2007, GM agreed to sell its Allison Transmission division to private-equity firms Carlyle Group and Onex for $5.1 billion. The deal will increase GM's liquidity and echoes previous moves to shift its focus towards its core automotive business. The two firms will control seven factories around Indianapolis but GM will retain management of a factory in Baltimore. Former Allison Transmission president Lawrence E. Dewey will be the new CEO of the standalone company.[14]

eight principles of visionary leadership

Among the various roles and skills of a CEO, the most important isperhaps his ability to observe things. He should be able to sit atthe periphery of his organisation and observe, and then get back andact upon his observation.F Zobrist, CEO of FAVI, France, has said about breakthrough leadersthat they should stand at the organisation's boundary and bring inoutside information. They must also communicate their company'sphilosophy to the outside world.In their book Breakthrough Management, Shoji Shiba and David Waldenhave defined the eight principles of visionary leadership as follows:


Principle 1: The visionary leader must do on-site observationleading to personal perception of changes in societal values from anoutsider's point of view.

Principle 2: Even though there is resistance, never give up; squeezethe resistance between outside-in pressure in combination with top-down inside instruction.

Principle 3: Transformation is begun with symbolic disruption of theold or traditional system through top-down efforts to create chaoswithin the organisation.

Principle 4: The direction of transformation is illustrated aimed bya symbolic visible image and the visionary leader's symbolicbehaviour.

Principle 5: Quickly establishing new physical, organisational andbehavioural systems is essential for successful transformation.

Principle 6: Real change leaders are necessary to enabletransformation.

Principle 7: Create an innovative system to provide feedback fromresults.

Principle 8: Create a daily operation system, including a new workstructure, new approach to human capabilities and improvement activities.
A true visionary leader must, therefore, train himself to perceive the future societal needs with a business perspective. Viewing theorganisation as an outsider, the CEO is best placed to get a freshperspective and perceive future societal requirements.
A freshperspective requires the CEO to forget about the existing customerand look at the entire world as the future market.Often, new ideas sound extremely crazy and face resistance.Therefore, an important principle for the visionary leader is tonever give up. To this end, he may communicate his idea to theoutside world and create an "outside-in" pressure.For instance, in the case of the Roadstar automobile project,Matsuda, the project leader, was facing immense internal resistance.He conducted a pilot test with potential users, which revealed apositive interest in the vehicle being designed by him. Post thissurvey, the project received all internal support and the vehiclewent on to be awarded the "Car of the Year".
The visionary CEO needs to create a strong belief in societal changeand a philosophy on how the business must be transformed. To be ableto perceive the societal change, he needs to be skilled inperceiving what is happening in the organisation in the context ofthe larger societal perspective.In leading such transformation of the organisation, the CEO needs torelentlessly work towards putting in place a new mental model,leading to a paradigm shift in mindsets and begin to force change inline with the new direction of the organisation.Symbolic disruption could be pulling down an old building, replacingit with a new building with a completely untraditional architecture.However, while undertaking such symbolic changes, the CEO mustensure that symbols reflective of the company's core values are notdestroyed. Even as an organisation undergoes transformation, itscore value system must always remain firmly rooted.The visible images of goals work on the subconscious of the targetgroup and are, therefore, extremely important.For instance, when John F Kennedy gave the US the mission to put aman on the moon, he created a visible image of this in everyAmerican's mind and, in those days, even a person who was sweepingan office in the US believed that he was working towards putting aman on the moon.Any task is that much more difficult if attempted alone. Therefore,the CEO needs the support of what Shiba calls "real change leaders" -people who will help him diffuse the transformation philosophy evenwhile he is not present. They make the implementation of thetransformation real so that the transformation does not remain amere idea of the visionary CEO.Most importantly, the CEO must focus on creating an organisationwith a noble goal and a place that enables the team to realise notonly the breakthrough but also their personal dreams in the process.

ford

Ford Motor Company is an American multinational corporation and the world's twentieth largest automaker based on worldwide vehicle sales. In 2006, Ford was the second-ranked automaker in the US with a 17.5% market share, behind General Motors (24.6%) but ahead of Toyota (15.4%) and DaimlerChrysler (14.4%)[3]. Ford was also the seventh-ranked American-based company in the 2007 Fortune 500 list, based on global revenues of $160.1 billion [4]. In 2006, Ford produced about 6.6 million automobiles[5], and employed about 280,000 employees at about 100 plants and facilities worldwide[6]. In 2007, Ford had more quality awards from J.D Power than any other automaker.[7]
Based in Dearborn, Michigan, a suburb of Detroit, the automaker was founded by Henry Ford and incorporated in June 16, 1903. Ford now encompasses many global brands, including Lincoln and Mercury of the US, Jaguar and Land Rover of the UK, and Volvo of Sweden. Ford also owns a one-third controlling interest in Mazda.
Ford has been one of the world's ten largest corporations by revenue and in 1999 ranked as one of the world's most profitable corporations, and the number two automaker worldwide.
Ford introduced methods for large-scale manufacturing of cars and large-scale management of an industrial workforce, especially elaborately engineered manufacturing sequences typified by moving assembly lines. Henry Ford's combination of highly efficient factories, highly paid workers, and low prices revolutionized manufacturing and came to be known around the world as Fordism by 1914.
History

Henry Ford (ca. 1919)
Main article: History of Ford Motor Company
Ford was launched in a converted factory in 1903 with $28,000 in cash from twelve investors, most notably John Francis Dodge and Horace Elgin Dodge who would later found the Dodge Brothers Motor Vehicle Company. During its early years, the company produced just a few Model T's a day at its factory on Mack Avenue in Detroit, Michigan. Groups of two or three men worked on each car from components made to order by other companies. Henry Ford was 40 years old when he founded the Ford Motor Company, which would go on to become one of the largest and most profitable companies in the world, as well as being one of the few to survive the Great Depression. The largest family-controlled company in the world, the Ford Motor Company has been in continuous family control for over 100 years.

Corporate governance :
Members of the board as of early 2007 are: Chief Sir John Bond, Richard Manoogian, Stephen Butler, Ellen Marram, Kimberly Casiano, Alan Mulally (President and CEO), Edsel Ford II, Homer Neal, William Clay Ford, Jr., Jorma Ollila, Irvine Hockaday, Jr., John L. Thornton and William Clay Ford (Director Emeritus).[8]
The main corporate officers are: Lewis Booth (Executive Vice President, Chairman (PAG) and Ford of Europe), Mark Fields (Executive Vice President, President [The Americas]), Donat Leclair (Executive Vice President and CFO), Mark A. Schulz (Executive Vice President, President [International Operations]) and Michael E. Bannister (Group Vice President; Chairman & CEO Ford Motor Credit).[9]. Paul Mascarenas (Vice President of Engineering, The Americas Product Development)

New directions for the twenty-first century :
During the mid to late 1990s, Ford sold large numbers of vehicles, in a booming American economy with soaring stock market and low fuel prices. With the dawn of the new century, legacy healthcare costs, higher fuel prices, and a faltering economy led to falling market shares, declining sales, and sliding profit margins. Most of the corporate profits came from financing consumer automobile loans through Ford Motor Credit Company.[10]
By 2005, corporate bond rating agencies had downgraded the bonds of both Ford and GM to junk status [11], citing high U.S. health care costs for an aging workforce, soaring gasoline prices, eroding market share, and dependence on declining SUV sales for revenues. Profit margins decreased on large vehicles due to increased "incentives" (in the form of rebates or low interest financing) to offset declining demand. [12]
In the face of falling truck and SUV sales, Ford moved to introduce a range of new vehicles, including "Crossover SUVs" built on unibody car platforms, rather than body-on-frame truck chasses. Ford also developed alternative fuel and high efficiency vehicles, such as the Escape Hybrid.[13]. Ford announced that it will team up with Southern California Edison (SCE) to examine the future of plug-in hybrids in terms of how home and vehicle energy systems will work with the electrical grid. Under the multi-million-dollar, multi-year project, Ford will convert a demonstration fleet of Ford Escape Hybrids into plug-in hybrids, and SCE will evaluate how the vehicles might interact with the home and the utility's electrical grid. Some of the vehicles will be evaluated "in typical customer settings," according to Ford. [14] [15]
In December 2006, the company raised its borrowing capacity to about $25 billion, placing substantially all corporate assets as collateral to secure the line of credit [16]. Chairman Bill Ford has stated that "bankruptcy is not an option" [17], but economists have stated that the company's impending contract renewal with the United Auto Workers in the summer of 2007 could be brutal[18]. The UAW has vowed to attempt to retain the jobs banks, a system which retains idled workers on the payroll, rather than laying them off, in order to maintain contracted US employment levels.
The automaker reported a net loss of $12.7 billion during 2006, and has estimated that it will not return to profitability until 2009.[19] However, Ford surprised Wall Street in posting a 750 million dollar profit in the second quarter of 2007, a change largely atttributed to the sale of Aston Martin and cost-cutting. Ford has expressed a continued interest in the selling of Land Rover and Jaguar. Now only until recently Ford has expressed that they will be divesting the entire PAG including Volvo Personvagnar AB before winter of 2007.[20]

"The Way Forward"
Main article: The Way Forward
In the latter half of 2005, Chairman Bill Ford asked newly-appointed Ford Americas Division President Mark Fields to develop a plan to return the company to profitability. Fields previewed the Plan, dubbed The Way Forward, at the December 7, 2005 board meeting of the company; and it was unveiled to the public on January 23, 2006. "The Way Forward" includes resizing the company to match current market realities, dropping some unprofitable and inefficient models, consolidating production lines, and shutting fourteen factories and cutting 30,000 jobs. [21].
These cutbacks are consistent with Ford's roughly 25% decline in U.S. automotive market share since the mid-late 1990s. Ford's target is to become profitable again in 2009, a year later than projected. Ford's realignment also includes the sale of its wholly owned subsidiary, Hertz Rent-a-Car to a private equity group for $15 billion in cash and debt acquisition. The sale was completed on December 22, 2005. A joint venture with Mahindra and Mahindra Limited of India ended with the sale of Ford's 15 percent stake in 2005.
Chairman and Chief Executive Officer Ford also became President of the company in April 2006, with the retirement of Jim Padilla. Five months later, in September, he stepped down as President and CEO, and naming Alan Mulally as his successor. Bill Ford continues as Executive Chairman, along with an executive operating committee made up of Mulally, Mark Schulz, Lewis Booth, Don Leclair, and Mark Fields.
Brands and marques :
Today, Ford Motor Company manufactures automobiles under several names including Lincoln and Mercury in the United States. In 1958, Ford introduced a new marque, the Edsel, but poor sales led to its discontinuation in 1960. Later, in 1985, the Merkur brand was introduced; it met a similar fate in 1989.
Ford has major manufacturing operations in Canada, Mexico, the United Kingdom, Germany, Brazil, Argentina, Australia, the People's Republic of China, and several other countries, including South Africa where, following divestment during apartheid, it once again has a wholly owned subsidiary. Ford also has a cooperative agreement with Russian automaker GAZ.
Since 1989, Ford has acquired Aston Martin (which it sold again on 2007-03-12[22], but it will retain a $77 million stake in the sports car maker[23]), Jaguar, Land Rover, from the United Kingdom and Volvo Cars from Sweden, as well as a controlling share (33.4%) of Mazda of Japan, with which it operates an American joint venture plant in Flat Rock, Michigan called Auto Alliance. It has spun off its parts division under the name Visteon. Its prestige brands, with the exception of Lincoln, are managed through its Premier Automotive Group.
Ford's FoMoCo parts division sells aftermarket parts under the Motorcraft brand name.
Ford's non-manufacturing operations include organizations such as automotive finance operation Ford Motor Credit Company. Ford also sponsors numerous events and sports facilities around the nation, most notably Ford Center in downtown Oklahoma City and Ford Field in downtown Detroit.
Overall the Ford Motor Company controls the following operational car marques: Ford, Jaguar, Land Rover, Lincoln, Mazda, Mercury, and Volvo; Jaguar, Land Rover, and Volvo are currently part of the Premier Automotive Group.

Global markets :
Initially, Ford models sold outside the U.S. were essentially versions of those sold on the home market, but later on, models specific to Europe were developed and sold. Attempts to globalize the model line have often failed, with Europe's Ford Mondeo selling poorly in the United States, while U.S. models such as the Ford Taurus have fared poorly in Japan and Australia, even when produced in right hand drive. The small European model Ka, a hit in its home market, did not catch on in Japan, as it was not available as an automatic. The Mondeo was dropped by Ford Australia, because the segment of the market in which it competes had been in steady decline, with buyers preferring the larger local model, the Falcon. One recent exception is the European model of the Focus, which has sold strongly on both sides of the Atlantic.

History :
At first, Ford in Germany and the United Kingdom built different models from one another until the late 1960s, with the Ford Escort and then the Ford Capri being common to both companies. Later on, the Ford Taunus and Ford Cortina became identical, produced in left hand drive and right hand drive respectively. Rationalization of model ranges meant that production of many models in the UK switched to elsewhere in Europe, including Belgium and Spain as well as Germany. The Ford Sierra replaced the Taunus and Cortina in 1982, drawing criticism for its radical aerodynamic styling, which was soon given nicknames such as "Jellymould" and "The Salesman's Spaceship."
Increasingly, Ford Motor Company has looked to Ford of Europe for its "world cars," such as the Mondeo, Focus, and Fiesta, although sales of European-sourced Fords in the U.S. have been disappointing. In Asia, models from Europe are not as competitively priced as Japanese-built rivals, nor are they perceived as reliable. The Focus has been one exception to this, which has become America's best selling compact car since its launch in 2000. [citation needed]
In February 2002, Ford ended car production in the UK. It was the first time in 90 years that Ford cars had not been made in Britain, although production of the Transit van continues at the company's Southampton facility, engines at Bridgend and Dagenham, and transmissions at Halewood. Development of European Ford is broadly split between Dunton in Essex (powertrain, Fiesta/Ka, and commercial vehicles) and Cologne (body, chassis, electrical, Focus, Mondeo) in Germany. Ford also produced the Thames range of commercial vehicles, although the use of this brand name was discontinued circa 1965. It owns the Jaguar and/or Land Rover car plants in Britain; Ford's former Halewood Assembly Plant was converted for production of the Jaguar X-Type and currently also assembles Land-Rover's Freelander 2. Jaguars are also assembled at Castle Bromwich, Birmingham while the rest of the Land-Rover range is assembled at Solihull, near Birmingham.
Elsewhere in continental Europe, Ford assembles the Mondeo range in Genk (Belgium), Fiesta in Valencia (Spain) and Cologne (Germany), Ka in Valencia, and Focus in Valencia, Saarlouis (Germany) and Vsevolozhsk (Russia). Transit production is in Kocaeli (Turkey), Southampton (UK), and Transit Connect in Kocaeli.
Ford also owns a joint-venture production plant in Turkey. Ford-Otosan, established in the 1970s, manufactures the Transit Connect compact panel van as well as the "Jumbo" and long wheelbase versions of the full-size Transit. This new production facility was set up near Kocaeli in 2002, and its opening marked the end of Transit assembly in Genk. Another joint venture plant near Setubal in Portugal, set up in collaboration with Volkswagen, assembles the Galaxy people carrier as well as its sister ship, the VW Sharan.
Ford Europe has broken new ground with a number of relatively futuristic car launches over the last 50 years.
Its 1959 Anglia two-door saloon was one of the most quirky-looking small family cars in Europe at the time of its launch, but buyers soon became accustomed to its looks and it was hugely popular with British buyers in particular. It was still selling well when replaced by the more practical Escort in 1967.
The third incarnation of the Ford Escort was launched in 1980 and marked the company's move from rear-wheel drive saloons to front-wheel drive hatchbacks in the small family car sector. It also offered levels of style, comfort and refinement which were almost unmatched on comparable cars of this era. It was a huge success all over Europe and it was Britain's most popular car for most of its 10-year production life.
The fourth generation Escort was produced from 1990 until 2000, although its successor - the Focus - had been on sale since 1998. On its launch, the Focus was arguably the most dramatic-looking and fine-handling small family cars on sale, and sold in huge volumes right up to the launch of the next generation Focus at the end of 2004.
The 1982 Ford Sierra - replacement for the long-running and massively popular Cortina and Taunus models - was a style-setter at the time of its launch. Its ultramodern aerodynamic design was a world away from a boxy, sharp-edged Cortina, and it was massively popular just about everywhere it was sold. A series of updates kept it looking relatively fresh until it was replaced by the front-wheel drive Mondeo at the start of 1993.
The first two incarnations of the Mondeo were well-built, refined and reliable family cars that attracted strong sales, but the third incarnation (launched in 2007) took the large family car market to new heights in terms of build quality, refinement, comfort, equipment, driver appeal and value for money.
The rise in popularity of small cars during the 1970s saw Ford enter the mini-car market in 1976 with its Fiesta hatchback. Most of its production was concentrated at Valencia in Spain, and the Fiesta sold in huge figures from the very start. An update in 1983 and the launch of an all-new model in 1989 strengthened its position in the small car market. The second generation Fiesta was significantly updated twice before an all-new model was launched in 2002, and over the years it has become more refined, spacious, better-built and more enjoyable to drive.


Ford dealership in Ho Chi Minh City, Vietnam (August 2005)
In New Zealand and Australia, the popular Ford Falcon was long considered the average family car and is considerably larger than the Mondeo, Ford's largest car sold in Europe. Between 1960 and 1972, the Falcon was based on a U.S. Ford of that name, but since then has been entirely designed and manufactured locally. Like its General Motors rival, the Holden Commodore, the 4.0 L Falcon retains rear wheel drive. High performance variants of the Falcon running locally-built engines produce up to 365 hp. A ute (short for "utility," known in the US as pickup truck) version is also available with a similar range of drivetrains. In addition, Ford Australia sells highly-tuned Falcon sedans and utes through its performance car division, Ford Performance Vehicles. These cars produce 390 hp and are built in small numbers to increase their value as collectors' cars.
In Australia, the Commodore and Falcon have traditionally outsold all other cars and comprise over 20% of the new car market. In New Zealand, Ford was second in market share in the first eight months of 2006 with 14.4 per cent.[24] This is all set to change with a shift away from local manufacturing and assembly: 2007 second quarter has seen Ford Australia cut their prestige (LWB) models and more recently, announced closure of their key engine manufacturing. This is due partly to drops in sales with stiff competition from Toyota's new Aurion and an updated Mitsubishi 380, both taking a large piece of the local family sedan market. Ford is betting on growth in small car sales with the Focus which it plans to assemble locally, and the popular Territory (Falcon-based) SUV.
Ford's presence in Asia has traditionally been much smaller. However, with the acquisition of a stake in Japanese manufacturer Mazda in 1979, Ford began selling Mazda's Familia and Capella (also known as the 323 and 626) as the Ford Laser and Telstar. The Laser was one of the most successful models sold by Ford in Australia, and outsold the Mazda 323, despite being almost identical to it. The Laser was also built in Mexico and sold in the U.S. as the Mercury Tracer, while the 1991 (and on through the end of the model in the early 2000s) American Ford Escort (and 1991-on Tracer) was based on the Laser/Mazda 323, assembled in the US and Mexico.
Through its relationship with Mazda, Ford also acquired a stake in South Korean manufacturer Kia, which built the (Mazda-based) Ford Festiva from 1988-1993, and the Ford Aspire from 1994-1997 for export to the United States, but later sold their interest to Hyundai. Kia continued to market the Aspire as the Kia Avella, later replaced by the Rio and once again sold in the US. Ironically, Hyundai also manufactured the Ford Cortina until the 1980s. Ford also has a joint venture with Lio Ho in Taiwan, which assembled Ford models locally since the 1970s.
Ford came to India in 1998 with its Ford Escort model, which was later replaced by locally produced Ford Ikon in 2001. It has since added Fusion, Fiesta, Mondeo and Endeavour to its product line.

South America
In South America, Ford has had to face protectionist government measures in each country, with the result that it built different models in different countries, without particular regard to rationalization or economy of scale inherent to producing and sharing similar vehicles between the nations. In many cases, new vehicles in a country were based on those of the other manufacturers it had entered into production agreements with, or whose factories it had acquired. For example, the Corcel and Del Rey in Brazil were originally based on Renault vehicles.
In 1987, Ford merged its operations in Brazil and Argentina with those of Volkswagen to form a company called Autolatina, with which it shared models. Sales figures and profitability were disappointing, and Autolatina was dissolved in 1995. With the advent of Mercosur, the regional common market, Ford was finally able to rationalize its product line-ups in those countries. Consequently, the Ford Fiesta and Ford EcoSport are only built in Brazil, and the Ford Focus only built in Argentina, with each plant exporting in large volumes to the neighboring countries. Models like the Ford Mondeo from Europe could now be imported completely built up. Ford of Brazil produces a pick-up truck version of the Fiesta, the Courier, which is also produced in South Africa as the Ford Bantam in right hand drive versions.
Africa and Middle East
In Africa Ford's market presence has traditionally been strongest in South Africa and neighboring countries, with only trucks being sold elsewhere on the continent. Ford in South Africa began by importing kits from Canada to be assembled at its Port Elizabeth facility. Later Ford sourced its models from the UK and Australia, with local versions of the Ford Cortina including the XR6, with a 3.0 V6 engine, and a Cortina 'bakkie' or pick-up, which was exported to the UK. In the mid-1980s Ford merged with a rival company, owned by Anglo American, to form the South African Motor Corporation (Samcor).
Following international condemnation of apartheid, Ford divested from South Africa in 1988, and sold its stake in Samcor, although it licensed the use of its brand name to the company. Samcor began to assemble Mazdas as well, which affected its product line-up, which saw the European Fords like the Escort and Sierra replaced by the Mazda-based Laser and Telstar. Ford bought a 45 per cent stake in Samcor following the demise of apartheid in 1994, and this later became, once again, a wholly owned subsidiary, the Ford Motor Company of Southern Africa. Ford now sells a local sedan version of the Fiesta (also built in India and Mexico), and the Focus and Mondeo Europe. The Falcon model from Australia was also sold in South Africa, but was dropped in 2003.
Ford's market presence in the Middle East has traditionally been even smaller, partly due to previous Arab boycotts of companies dealing with Israel. Ford and Lincoln vehicles are currently marketed in ten countries in the region.[25] Saudi Arabia, Kuwait, and the UAE are the biggest markets. Ford also established itself in Egypt in 1926, but faced an uphill battle during the 1950s due to the hostile nationalist business environment [26]. Ford's distributor in Saudi Arabia announced in February 2003 that it had sold 100,000 Ford and Lincoln vehicles since commencing sales in November 1986. Half of the Ford/Lincoln vehicles sold in that country were Ford Crown Victorias.[27] In 2004, Ford sold 30,000 units in the region, falling far short of General Motors' 88,852 units and Nissan Motors' 75,000 units.

Environmental record :
In 2000, under the leadership of the current Ford chairman, William Clay (Bill) Ford, the Company stunned the industry (and pleased environmentalists) with an announcement [28] of a planned 25 percent improvement in the average mileage of its light truck fleet — including its popular SUVs — to be completed by the 2005 calendar year. However, in 2003, Ford announced that competitive market conditions and technological and cost challenges would prevent the company from achieving this goal. Ford did achieve significant progress toward improving fuel efficiency during 2005, with the successful introduction of the Hybrid-Electric Escape. The Escape's platform mate Mercury Mariner is also available with the hybrid-electric system in the 2006 model year—a full year ahead of schedule—due to high demand. The similar Mazda Tribute will also receive a hybrid-electric powertrain option, along with many other vehicles in the Ford vehicle line. In 2005, Ford announced its goal to make 250,000 hybrids a year by 2010, but by mid-2006 announced that it would not meet that goal. Other hybrids to come out will be the Ford Fusion and Mercury Milan Hybrid version in 2008. There are also plans for a Ford Edge and Lincoln MKX Hybrid. The Edge and MKX are Ford's new crossover SUVs to come out for the 2007 model year.
Ford also continues to study Fuel Cell-powered electric powertrains, and is currently demonstrating hydrogen-fueled internal combustion engine technologies, as well as developing the next-generation hybrid-electric systems. To the extent it is successful in increasing the percentage of hybrid vehicles and/or fuel cell vehicles, there will be a significant decrease not only of air pollution emissions but also reduced sound levels, with notable favorable impacts upon respiratory health and decrease of noise health effects.
While the company's product line increasingly reflects its commitment to ecologically sustainable practices, Ford's record as a manufacturer continues to reveal problematic ones. Researchers at the University of Massachusetts have listed it as the seventh-worst corporate producer of air pollution, primarily because of the manganese compounds, 1,2,4-trimethylbenzene, and glycol ethers released from its casting, truck, and assembly plants.[29] The United States Environmental Protection Agency has linked Ford to 54 Superfund toxic waste sites, 12 of which have been cleaned up and deleted from the list.[30]

Alternate fuel vehicles :

2006 Ford Escape Hybrid

Ford Research Center Aachen
Bill Ford was one of the first top industry executives to make regular use of an battery electric vehicle, a Ford Ranger EV, while the company contracted with the United States Postal Service to deliver electric postal vans based on the Ranger EV platform. The alternative fuel vehicles, such as some versions of the Crown Victoria especially in fleet and taxi service, operate on compressed natural gas - or CNG. Some CNG vehicles have dual fuel tanks - one for gasoline, the other for CNG - the same engine can operate on either fuel via a selector switch. Flexible fuel vehicles are designed to operate smoothly using a wide range of available fuel mixtures - from pure gasoline, to bioethanol-gasoline blends such as E85 (85% ethanol, 15% gasoline). Part of the challenge of successful marketing alternative and flexible fuel vehicles, is the general lack of establishment of sufficient fueling stations, which would be essential for these vehicles to be attractive to a wide range of consumers. Significant efforts to ramp up production and distribution of E85 fuels are underway and expanding.[31]
Current Ford Flexible Fuel Vehicles:[32]
Ford F-150
Ford Crown Victoria
Ford Focus / Focus C-MAX / Ford Focus FFV (Flexible-fuel vehicle).
Ford Taurus
Ford Ranger
Mercury Grand Marquis
Lincoln Town Car
Ford was third to the automotive market with a hybrid electric vehicle: the Ford Escape Hybrid, which also represented the first hybrid electric SUV to market. The Hybrid Escape will also be the first hybrid electric vehicle with a Flexible Fuel capability to run on E85.[33] The company had made plans to manufacture up to 250,000 hybrids a year by 2010, but has since had to back down on that commitment, due to excessively high costs and the lack of sufficient supplies of the hybrid-electric batteries and drivetrain system components. Instead, Ford has committed to accelerating development of next-generation hybrid-electric power plants in Britain, in collaboration with Volvo, Jaguar, and Land Rover. This engineering study is expected to yield more than 100 new hybrid-electric vehicle models and derivatives. Ford is also planning to produce 250,000 E85-capable vehicles a year in the US, adding to some 1.6 million already sold in the last 10 years.[34] Ford also has launched the production of hydrogen-powered shuttle buses, using hydrogen instead of gasoline in a standard internal combustion engine, for use at airports and convention centers.[35]
At the 2006 Greater Los Angeles Auto Show, Ford showcased a hydrogen fuel cell version of its Explorer SUV. The Fuel cell Explorer has a combined output of 174 horsepower. It has a large hydrogen storage tank which is situated in the center of the car taking the original place of the conventional model’s automatic transmission. The centered position of the tank assists the vehicle reach a notable range of 350 miles, the farthest for a fuel cell vehicle so far. The fuel cell Explorer the first in a series of prototypes partly funded by the United States Department of Energy to expand efforts to determine the feasibility of hydrogen- powered vehicles. The fuel cell Explorer is one of several vehicles with green technology Ford being featured at the L.A. show, including the 2008 Ford Escape Hybrid, PZEV emissions compliant Fusion and Focus models and a 2008 Ford F-Series Super Duty outfitted with Ford's clean diesel technology.
Current and planned Ford hybrid electric vehicles:
2004– Ford Escape Hybrid
2006– Mercury Mariner
2008– Ford Fusion/Mercury Milan
2009– Ford Edge/Lincoln MKX

[edit] Auto racing

This short section requires expansion.

NASCAR Ford Fusion race car
Ford is a major player in the scene of auto racing and motorsports.

[edit] NASCAR
Ford is one of four manufacturers in the three NASCAR series: Nextel Cup, Busch Series, and Craftsman Truck Series. Major teams include Roush Fenway Racing and Yates/Newman/Haas/Lanigan Racing. Ford's racing teams debuted the Fusion race car, replacing the Taurus at the 2006 Daytona 500. Some of the most successful NASCAR Fords were the aerodynamic fastback Ford Torino and Mercury Montegos, and the aero-era Ford Thunderbirds.

[edit] Champ Car
Ford is the sole engine provider in the Champ Car series. The engines are manufactured by Cosworth.

[edit] Trans-Am
Ford has a storied history in the Trans-Am series from the 1970s through today, having won many championships and races with its Ford Mustang.

[edit] Drag racing
John Force has piloted his Drag Ford Mustang to several NHRA funny-car titles in recent seasons.

[edit] Indianapolis 500
Ford powered racing cars won the Indianapolis 500 17 times between 1965 and 1996.

Rubens Barrichello driving for the Stewart Grand Prix team in 1997

[edit] Formula One
Ford was heavily involved in Formula One for many years, and supplied engines to a large number of teams from 1967 until 2004. These engines were designed and manufactured by Cosworth, the racing division that was owned by Ford from 1998 to 2004. Ford-badged engines won 176 Grands Prix between 1967 and 2003 for teams such as Team Lotus and McLaren. Ford entered Formula One as a constructor in 2000 under the Jaguar Racing name, after buying the Stewart Grand Prix team which had been its primary 'works' team in the series since 1997. Jaguar achieved little success in Formula One, and after a turbulent five seasons, Ford withdrew from the category after the 2004 season, selling both Jaguar Racing (which became Red Bull Racing) and Cosworth (to Gerald Forsythe and Kevin Kalkhoven).[36]

Marcus Grönholm driving the Ford Focus RS WRC 06 in 2006.

[edit] Rally
Ford has also a long history in rallying and has been active in the World Rally Championship since the beginning of the world championship, the 1973 season. Ford took the 1979 manufacturers' title with Hannu Mikkola, Björn Waldegård and Ari Vatanen driving the Ford Escort RS1800. In the Group B era, Ford achieved success with Ford RS200. Since the 1999 season, Ford has used various versions of the Ford Focus WRC to much success. In the 2006 season, BP-Ford World Rally Team secured Ford its second manufacturers' title, with the Focus RS WRC 06 built by M-Sport and driven by Flying Finns Marcus Grönholm and Mikko Hirvonen.[37] Ford is the only manufacturer to score in the points for 87 consecutive races; since the 2002 season opener Monte Carlo Rally.[38]

[edit] Drifting
Ford has branched out into drifting with the introduction of the new model mustang. Most noticeable is the Tourqoise and Blue Falken Tires Mustang driven by Vaughn Gittin Jr, A.K.A. "JR". with 750 RWHP (Rear Wheel Horsepower).

[edit] Sports cars
Ford sports cars have always been visible in the world of endurance racing. Most notably the GT40 won the prestigious 24 Hours of Le Mans four times in the 1960s and still stands today as one of the all-time greatest racing cars. The GT40 is the only American car to ever win overall at Le Mans.
Ford won the manufacturers title in 2005 in the Grand-Am Cup series with the FR500C Mustang race car.

[edit] Touring cars
Ford has campaigned touring cars such as the Focus, Falcon, and Contour/Mondeo and the Sierra Cosworth in many different series throughout the years. Notably, the Mondeo finished 1,2,3 in the British Touring Car Championship in 2000, and the Falcon finished 1,2,3 in the Australian V8 Supercar Series in 2005.

[edit] Formula Ford
This formula for single-seater cars without wings and originally on road tires were conceived in 1966 in the UK as an entry-level formula for racing drivers. Many of today's racing drivers started their car racing careers in this category.

[edit] V8 supercars
An Australian touring car series in which Ford competes against Holden (a subsidiary of General Motors).

[edit] Ford trucks

1961 Ford H-Series trucks

1939 Ford pick-up truck
Ford has produced trucks since 1908. Countries where Ford commercial vehicles are or were made include Argentina, Australia, Brazil, Canada (badged Mercury too), France, Germany, India, Netherlands, Philippines, Spain (badged Ebro too), Turkey, UK (badged also Fordson and Thames) and USA.
Most of all these ventures are now extinct. The European one that lasted longer was the lorries arm of Ford of Britain, that was eventually sold to Iveco group in 1986, and whose last significant models were the Transcontinental and the Cargo.
In the USA, Ford's heavy trucks division (Classes 7 and 8) was sold in 1997 to Freightliner, now part of DaimlerChrysler, that rebranded it as Sterling. Ford continues building medium class trucks with the F-650 and F-750 and recently introduced the LCF series similar in design to the Ford Cargo trucks of the past.

[edit] Bus products
Ford has manufactured buses in the company's early history, but most Ford buses are built on Ford chassis by other manufacturers:
School Bus
Ford Transit bus van
Ford Minibus using F450 chassis
Ford Minibus using E350 (formerly Econoline 350)
Ford E450 Super Duty minibus
Ford Class C School Bus using B600, B700, B800 chassis
Commercial Bus
Ford Specialty Trolley
Transit/Suburban Bus
Ford G997
Ford R1014
Ford Trader
Ford Hawke
Ford ET7 with Casha bodywork
Ford 19B, 29B
Ford ET7 Aqualina
Clients include:
Toronto Transportation Commission
Kitchener Transit
Hamilton Street Railway

[edit] Ford Tractors
Ford started making tractors around 1907. Ford used to make a range of tractors at their Basildon plant in Essex, England. Ford has owned Versatile in the past. In 1986 the Ford motor company bought out New Holland and the new company was named Ford New Holland. This company was bought by Fiat and the name changed from Ford New Holland to New Holland. New Holland is now part of CNH Globa